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A major British and Indian collaboration and scientific achievement of both countries is not given the recognition it should get because of mismanaged communication of the results of clinical trials. Tom Whipple science editor of The Times says do not make the mistake of thinking oh Pfizer vaccine scores a 9 out of 10 and Oxford's a 7 or 8 out of 10. Pfizer vaccine says it 94% effective. But this is only part of the story. It is the first exam paper in a long number of exam papers and the final score will require scoring them all. "Oxford vaccine is complex, and we are happy with the complexity," says Adrian Hill, Oxford researcher and head of the Jenner Institute. It is not highly unusual in this complex field for a half first dose to work better than a full first dose in a two dose vaccine treatment. This happened with the Oxford vaccine. As a result the study results were harder to communicate. This happened by accident. Much of medical research and much of medicine's biggest breakthroughs in the last 200 years happened by accident, as one researcher looked for something and accidentally discovered something else profoundly useful. Whipple's points are turning out to be true now that Britain's medicine regulator has asked that Pfizer vaccine not be given to people with history of allergic reactions after 2 NHS workers had strong allergic reactions. A lot of questions remain for all vaccines. How long will the protection last? WIll it prevent transmission of coronavirus? Are there any other complications? Which vaccines can work without ultralow refrigeration storage? Ahead lie the prospect of billions of doses. Two are in final stages in India including Bharat Biotech request for emergency authorization. Johnson & Johnson has a competing one to Pfizer's in the U.S. As many as 30 are being developed in India and 100 around the world. Countries like South Korea say they will wait to find out which one works best and where cost overall combined with benefit is attractive. Some of the vaccines are coming out only weeks apart. The early ones could stumble, if something was missed. ...

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The Liberal Democrats Ed Davey attracted attention with some jet ski stunts just before the election. It showed the lighter side of him. Lib Democrats want to be a friend of Labour and Keir Starmer. Together  the 34 percent Labour voting and 12% Libs, 7% Greens adds to 53% of the vote, Versus the Tory 24% and Reform UK wing of Tory at 14% adding up to 38%. This was apparent in the Q&A session in parliament. Not so well known is that this kind of fits Davey well- he is caring for a teenage disabled son and has cared for his terminally ill mother. The Libs won safe Tory seats is how it all started with someone coming up with the stunts idea to get media to focus on the Libs.  In parliament it is strange as if Libs are the friendly Opposition in Q&A and Sunak unconvincing as Leader of the Opposition. With Tory conservative vote split into Farage and Sunak factions, the Libs won 71 seats. In parliament now Labour has 404 seats, Tories 121, and Davey's Lib Dems 72 seats, Farage Reform just 5 seats after so much work pulling down Tories, and Scottish Nationalists just 9 seats. ...

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Shares of Adani Enterprises went up by 3000% over 5 years putting valuations at extreme levels, says this report in the WSJ. This has created a disconnect between valuations and fundamentals say some experts. Hindenburg Research is a American forensic financial research firm started in 2017 by Nathan Anderson in New York City with 5 employees. It has issued a critical report of the Adani Group companies leading to a loss of 18.5% of its valuation. Adani Group companies make up 5% of the Bombay Stock Exchange and are a big part of its renewable energy effort even though the company had major interests in coal in Australia. Adani is trying to make the switch to renewable solar and wind energy and at the same time meet India's continuing need for coal because of its large population. The situation is similar to China and is poorly understood in the US and Europe, the effort to make large investments in renewable energy even as the company provides energy from fossil fuels. Adani set up the Mundra port in Gujarat helping Gujarat become energy sufficient and making it the most industrialized part of India. The London based Financial Times took a look at the Adani Group long before Hindenburg Research in the last 2 years and concluded that Adani Group companies have grown rapidly because India's effort for industrialization requires aggressive investment and risk taking which none of the other companies including India's Tata and Reliance Group are able to do in infrastructure and energy in the same way that Adani has. Reliance Group has invested in 4G and 5G and setup Jio to create low cost access to fast internet in India. When it comes to roads, airports, coal and renewable energy Adani has invested aggressively. This has created the perception that the Adani Group has benefited from its relations with the government. As the Financial Times put it Adani Group was the only private investor willing to take up the challenge of super sized goals needed for India's rapid growth. In this sense a forensic research company based on short selling is up against a company that has already faced skepticism about its rapid emergence as a renewable energy focused company shifting from fossil fuels, a transition neither Exxon or Chevron in the US have been able to do. ...

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Zara which started with one store in La Coruna aport town in a remote part of northern Spain is the second largest retail clothing chain after Gap Stores now has3691 stores in 68 countries, adding 560 stores in the last 12 months and entering new markets in places like Croatia, Columbia, Guatemala, and Oman. Its best known for fast fashion and updating fashion frequently with new fashion clothing coming in twice a week. Lower volumes mean they sell out fast and don't require writedowns and fashions that fly can be resupplied quickly because Zara does most of its manufacturing (two thirds) in Spain or in countries nearby like Portugal, Morocco and Turkey. The closeness of manufacture and the logistics are set up such that the orders can be made quickly with sales monitored constantly on computers at La Coruna HQ and at stores locations and the manufacture and shipping can be done speedily. Not requiring writedowns and selling lower cost fashion at higher prices especially outside Spain where prices are higher (40% higher in New York for instance) and having an efficient system with costs weeded out and focus on building the brand and pleasing customers to command good profit margins enables Zara to continue manufacturing in Spain where costs are not what they would be in China or Vietnam. As other stores are learning from Zara and doing this in their stores Zara is working on refocussing its formula and fine tuning it to stay ahead of competitors. For example its making sure costs do not rise faster than sales, for first half 2007 costs went up 16% and sales went up 19%. Staff is being scheduled using new software based on sales volume at differen times, so that more salespeople work at peak times such as lunchtime or early evening, which enable Zara to cut 2% of hours worked. Alarm tags are attached at the factory, and the newest collections get labelled NEWC and are rushed to the floor on plastic hangars and only later switched to wooden hangers, and store managers now use handheld computers to sho garments ranking by sales so reordering can be done quickly in less than an hour....

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Apple shares are down 25% says this WSJ article and asks the question whether Apple's best days are past. In the fastest growing markets in Asia and Africa, Apple iPhones are beyond the reach of about 95% of the population. The number of Apple iPhones sold in India have dropped 40% in 2018 compared to 2017. Apple's market share in India has fallen from 2% to 1%, according to Canalys research firm. The $1.8 billion in Indian sales is about half of what Apple executives had hoped for when Tim Cook visited India in 2016. Some call it a rout. Tim Cook seldom mentions India now. At the center of this is Apple's reluctance to change its business model of getting the highest margins, making not a range of handsets, but a few models selling at high prices. This is the strategy that Apple has used to revive the company from near bankruptcy in 1997. Competitors including Xiaomi, the Apple for China and India, tweak their phones constantly to address local concerns for battery life, and lower prices to get market penetration. Only 24% of Indians have a smartphone and India is fastest growing market. Friction with the Modi government which cannot be favorable to Apple's plans to push a high  margin product when competitors have similar but better value packages.   In price sensitive markets of Africa and Asia most people buy phones outright and use pay as you go plans, Apple is not popular. Even in China Apple's market share is down from 12.5% in 2015 to 8% in 2017, according to Canalys. Apple is reluctant to make many models offering lower prices and to address concerns such as battery life in India. In India 39 million people will add smartphones in 2018 with 75% costing less than $250, 95% costing less than $500. In Apple's lineup the iPhone 7 costs around $550. Competitors such as Xiaomi, OnePlus, Oppo, and Vivo flooded India with smartphones costing less than $200. Unlike Apple which spurns market research these companies do extensive research work on local situation. OnePlus has focussed on battery life and gained 30% share of the premium segment to Apple's 25%. By making the devices in India these companies avoid having to pay the 20% tariff. Apple has so far not put up a new plant with the restriction that India places of single brand retailers over 51% foreign owned to buy locally 30% of manufacturing materials. The Modi government felt Apple was not focussed enough on bringing high tech jobs to India and helping local manufacturing, a perception not conducive to expansion in India where "Made in India" is the government plan. This means opening Apple stores in India is less likely now.  The turnover of Apple India executives is also increasing with 3 new CEO's 2017- 2019. Apple's strategy of targeting wealthier Indians makes it not even a fringe player in the Indian market down to 1% of the market. Just as it shrinks in the Chinese market where most customers are price sensitive and the economy is slowing.   ...

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A new arrangement is being tried by pharmaceutical companies like Merck and Pfizer to develop new drugs. This is to have scientists inside major research universities and company scientists work together in searching for new drugs and working through the drug development process in a longer term collaboration arrangement, with scientists in universities learning how to work in a company environment and scientists in companies learning how to work in a university environment. On April 25, 2008 Pfizer invested $14 million in an alliance with 4 universities to study obesity and diabetes. Merck and Harvard are working on drug discovery for cancer, and just signed an agrement to develop treatments for bone disease osteoporosis. Efforts at collaboration would need to address issues like patent disputes, academic publication rights, cultural adjustment for university scientists who now have to work at getting FDA approval through a rigorous process. Policies are being developed to overcome the patent and publication issues and Harvard has hired 40 scientists from large pharmaceutical companies to coach university scientists on drug development....

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David Wessel says the U.S. is in a liquidity trap. He says the 500 point drop in the Dow Jones Industrial Averages was a less significant event than the decision by the Bank of New York Mellon to charge clients for keeping large amounts of cash. In a liquidity trap investors are indifferent between keeping their money in cash or in investments providing a return, because interest rates are so low. Today the S&P 500 have in total an estimated $963 billion in cash. The solutions for gettting out of a liquidity trap include government stimulus spending, devaluing the currrency, and generating inflation that could make it easier to reduce government debt. The stimulus approach was adopted in the first 2 years of the Obama administration and there are now increasing pressures to reduce the U.S. deficit. Because of the role of the U.S. dollar as an international currrency and large sovereign holdings of U.S. currency, an outright devaluation of the dollar has not been considered an option. At the same time the weakening of the U.S. currency has helped exports and is encouraged by the Fed and the U.S. government. In a sense all three options are being tried in different degrees and ways. The stimulus was the early response till the deficit concerns began to increase and require attention, the efforts to lower the value of the dollar to increase exports is underway, and the rounds of quantitative easing by the Fed were intended to produce inflation (and avert deflation). All with limited success....

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Analysts fear an oil shock in 2012 similiar to that in 2008. There is similiarity in the situation now and in 2008- as in 2008, the surge in oil prices comes at a time of higher tensions with Iran and shrinking spare capacity. Spare capacity is at 2.5 million barrels a day on average for January and February 2012, according to the Energy Information Administration. This compares with 3.7 millon barrels a day for the same period in 2011. Part of the reason is that global oil demand is increasing in 2012 by 1 million barrels a day, to 89 million barrels a day. Technical and political problems have shutdown another 750,000 barrels a day. The problems begin to kick in during the second half of 2012. The U.S. ban on dealing with the Iranian central bank for oil trades starts in June 2012. According to the International Energy Agency, the EU embargo and U.S. sanctions will take 1 million barrels a day of Iranian crude out of the market. The result will be that demand exceeds supply by the third quarter by 1.1 million barrels a day, according to the U.S. Energy Information Administration. Use of existing reserves in Europe, the U.S. and other countries will make up the gap. The effect will be to put pressure on oil prices. May Brent crude on the ICE Futures Europe exchange was up to $125.81 a barrel, on March 16, 2012, and prices for April delivery were at $107.06 a barrel on the New York Mercantile Exchange....

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Democrats working to challenge the big cuts planned by Republicans in federal, state and local spending on everything from education to essential services.

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Anti-trust challenges to the Apple-Google duopoly in the U.S. and Europe. For years the regulatory process did not work as intended to maintain competition and open markets. In 2020 after years of neglect of proper regulatory functioning, fines of up to 10% of revenues are put in legislation for online harm or anti-competitive behaviour. Regulators oce seen as captive to special interests, moved cautiously in the beginning, and are now following public opinion. The bill in Europe could take years before it is passed in the cumbersome lengthy legislative processes of the European Union. Legal processes could take years. During and after the pandemic a complete reassessment of priorities as a society both in the U.S., Europe and other nations needs to happen before capital investment can be directed into infrastructure, health and education, as tech has reached a point of diminishing returns. With a redirection of capital to vital needs of society and the national will to maintain open competitive markets that goes with a change in popular perceptions of what is good and important much progress can be made. ...

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This excellent article by Peta Bee looks at how we can do anti-ageing efforts to keep our immune systems strong as we become older. She looks at work by an expert in immune cell biology, Janet Lord, who is head of the Institute for Inflammation and Ageing at Birmingham University. It is now proven that the link between ageing and immune systems can be guided in constructive ways. At sixty and seventy years age one can have the immune system of a 30 year old by doing a couple of simple things which are covered here from taking 10,000 steps a day, high intensity interval training on some days each month, occasional fasting on some days, high fibre diet and vitamin D. Walking, running or other forms of exercize affect a particular form of immune function called neutrophil movement in positive ways. Neutrophil movement because these cells are the main defense against the forms of bacteria that cause pneumonia. Neutrophils in older adults behaved in ways similar to that found in 30 year olds when doing 10,000 steps a day of exercize. Dr. Lord and other researchers have found. Dr. Jenna Macciochi, a lecturer in immunology at the University of Sussex, says about 70% of our immune system resides in our gut, making gut health very important for our immunity. Macciochi is the author of Immunity: The Science of Staying Well. Important for gut or gastrointestinal health is the eating of food that has prebiotic and probiotic effect. This helps reverse the decline of immunity coming with ageing.When we chew down on fibre in vegetables, fruit, beans or lentils we have beneficial byproducts called postbiotics that act as an interface between diet and immunity, that change the personalities of cells and circulate in our blood for regulation of immune system, says Dr. Macciochi. Postbiotics from eating dietary fibre tune up specific virus fighting cells that help us fight infections from flu and viruses, studies show says this report in The Times. Women in the UK get only 17g per day, men 20 mg per day of fibre. We need 30 mg per day of fibre and to do this we need to increase our intake of vegetables, fruits, whole grains, nuts, seeds and pulses. Also important is avoiding the inflammation that comes with ageing called inflammageing, says Dr. Macciochi. To do this do resistance training, weights, or using body weight such as lunges, push ups, squats. When our muscles move we produce hormones called myokines that help our immune cells function and keep inflammation down. She believes strength work is an absolute essential to rejuvenate our immune age. ...

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In the year ending July 31, 2021 nine cities in the US with a population over 1 million had a decrease in population of 1.7%. New York City seeing the largest decline of 3.5%. Only San Antonio and Phoenix increased in population.

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Most Senators of both parties have worked with Senator Marco Rubio of Florida on the Senate Foreign Relations Committee, and have a very positive view of Rubio. Shaheen of New Hampshire, Kaine of Virgina, Duckworth of Illinois, Cornyn of Texas, Cruz of Texas, all welcomed Rubio's appointment as Secretary of State. Tammy Duckworth of Illinois even thanked Rubio for changing House rules so she could bring her new born daughter to the Senate for votes- Rubio had told her "What's the big deal?" This may be the best and most important appointment DJT has made considering how down to earth, courteous yet frank spoken Rubio has been in his work in the Senate and in talking to the public. Rubio told Cornyn about his concerns for US outbound investment hurting America. “At a minimum we should have insight into whether American investment dollars" are used for funding "activities designed to undermine the United States of America." In 2020 Rubio had poointed out how easily "Luckin Coffee" had raised money in US capital markets- it later went bankrupt. In other situations national security was involved but not considered in the proper way for outbound investment for two decades on Wall Street.   ...

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The head of one prison guard union in Portugal says things are so bad with spending cuts that he has to take his own toilet paper to work. With spending cuts only one new prison will be built in the Azores, even though Portugal's prisons are very overcrowded and conditions are deteriorating. This provides an unusual insight into a less seen part of life in Portugal with austerity spending cuts.

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Medvedev set up athink tank last year with Igor Yurgens as head , which was to come with new ideas for Rusian economy and foreign relations. He called for Russia to change course and work with the US and Europe t o work its way out of the crisis. T do this he told a seminar organized by the American Chamber of Commerce in Moscow, that Russia should create dialogue with the people, and experts should be brought into the discussions, and the government guys need to dialogue with both the people and these experts inside Russia and abroad. The suggestion is that policy should come out of vigorous discussion, and the government guys should consult, listen and they should win honestly in the discussions in this policy debate or change course as necessary. On Georgia and Ukrainian gas supplies cutoff, these wounds he says should be healed by making symbolic gestures to Europe and the USA, like the one that Vice President Biden made, in saying in Munich that the US needed to press the reset button in its relations with Russia. The Russian government says that the economy will contract by 2.2% in 2009....

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Should Arthur Levinson and some of the team he has assembled at Genentech leave it will be a big loss for Roche, as it was his team that helped bring a series of new drugs to the market such as Avastin, Herceptin, and Rituxan to bring Genentech sales from $1 billion in 1999 to $9 billion in 2007. As drug companies buy biotechs in large numbers, with $70 billion in deals this year almost twice the toal for 2007, the question remains whether the drug companies have succeeded in retaining talent as consolidation yields cost savings but does not improve drug discovery. Drug companies are struggling with this, and a couple of models have emerged for keeping minds engaged in scientific discovery satisfied that they have the freedom to operate as they always have and work with the teams they have assembled, similiar to the work style and in the similiar culture as before. Almost like walking into the offices they use as if its like before. J&J has come up with a hub and spoke model to acquire companies and then leave them alone- preserving their management teams, unique cultures and brands. Centocor was bought in 1999 by J&J and 10 of the top executives stayed on and developed Remicade, a drug for inflammatory disease that has sales of $3.3 billion. Glaxo has developed a new structure under new CEO Andrew Witty, which breaks up the primary research labs into "discovery performance units" or DPUs, which also include new biotech startups. In April Glaxo acquired Sitris, a Cambridge, Massachusetts startup. The company had come up with a new science for tackling heart disease, diabetes and other diseases associated with aging. Harvard trained scientist and CEO, Christoph Westphal, went with Glaxo turning down other companies because the independence of the DPU appealed to him. Each DPU has a 3 year budget and this also appealed to Westphal. He could walk into the labs, says Westphal as if nothing had changed. Is Roche making a mistake in acquiring Genentech when it could have left it alone. Are the consolidation savings worth it if some of the discovery team at Genentech leaves and there is the feeling that the culture will change, and if Levinson feels that he was not consulted about Roche's move. These are questions that remain even when Roche's CEO, Severin, says he does not want to change things at Genentech because Roche's actions will speak louder than its words. ...

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Vikram Pandit's style at Citigroup after 4 months, thoughful, asking lots of questions, fixing the little things that actually matter a lot, like the unwillingness of some heads of divisions to sit together in the same room, some hiring decisions and new lines of reporting and responsibiity and interaction in the organization structure that call for teamwork, discussion and collaboration. The oldtimers like Krawcheck used to clear lines of reporting are now getting used to the new culture of collaborative working. His style is first to come to grips with issues and not to come to snap decisions based on intuition, such as interviewing at length and asking tough questions at length to Ajay Banga, head of Citi's international group about the extensive defaults in Citi's consumer loan business in Japan. One of his views is that only if you get the foundation right can you talk about vision. Regarding pettiness in management and small grudges, its either going to be a partnership or you're not going to be here. some of his colleagues like James Forense say that they would take substance over form, judgement over form, any day of the week. And while he does not shy away from details like expecting lower level employees to pay for sporting event tickets Citigroup earlier gave out free, and he himself rides the subway sometimes, he has made some of the bigger decisions. Among these, getting capital from outside sources by travelling extensively abroad, urging Citigroup's board to slash the dividend for the first time in 20 years, selling off 2 peripheral units that did not belong and a third Primerica on sale also. And urged by his mentor former Treasury secretary Rubin who also used a note pad and a thinking thoughtful style like Pandit's at Treasury during the Asian banking crisis and the Mexican financial crisis, Pandit has been direct and realistic. He tells Wall Street that the fate of Citigroup is going to be decided to some extent by the duration of the environment we are going through, the twin perils of the debt-market crisis and the sluggish US economy. And that for now issues like these are going to overwhelm our actions. Pandit's father was a senior executive of one of India's leading pharmaceutical companies when the family moved to New York, so he has grown up around business, and is able to ask the question quite sincerely and matter of factly of his managers at the beginning of every meeting. "What are you doing with the shareholder's money?" After which come the torrent of well thought out questions, probing deeper each time, especiually where issues are festering for a long time, and remain unresolved. ...

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India has 2.3 million of the 9 million tuberculosis (TB) cases reported annually. About 100,000 of these are drug resistant strains. Existing treatment methods do not work for drug resistant cases, actually exacerbating the conditions as the strains thrive if the antibiotics fail. Cases of drug resistant TB are reported in Mumbai, Bangalore and New Delhi. Experts say the $236 million India spends on TB treatment and control is not enough to deal with the problem. India lacks the machines that can detect drug resistant TB in 2 hours and patients with drug resistant TB wait for months taking treatments that fail before it is detected. The WHO provides these machines at a cost of $70,000 per machine and each patient test is $16. The first cases were detected in 2006, and India began building labs for this strain in 2008. So far 37 labs have been built treating 5000 patients. The WHO has tried to persuade India to get the diagnostic machines since 2010, which can do the work of detection for drug resistant strains much faster. These machines are in pilot programs and India will buy more if they work says Dr Kumar, head of India's TB program. Doctors at Hinduja Hospital in Bombay, including Dr. Udwadia, are not convinced and see the efforts as slow and bureaucratic. Dr Kumar says the government has focussed on regular TB which only costs $9 or 500 rupees to treat and cure compared to the $1800 or 100,000 rupees it takes to treat drug resistant TB....

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Thomas Kleine-Brockhoff, a senior transatlantic fellow at the German Marshall Fund of the United States, leads the EuroFuture Project. Here he offers his ideas of the dilemmas facing German leaders in agreeing to letting the European Central Bank take a larger role of supporting the bonds of Italy, Portugal and Spain. He says Germans are seeing a contradiction between European demands for German leadership and not wanting to be led by Germany or perceiving Germany as a hegemon. Brockhoff says Germans have never in the postwar period wanted to or learned to exercize continental leadership. He recounts the postwar period when Germans were content with the deutsche mark, and limited their expression of national pride to the deutsche mark. Giving up the deutsche mark was part of the deal for reunification of the two Germanys, a surrender of economic sovereignty for the sake of a larger integration into Europe. He says that even though the arguments are framed in terms of orthodox economics, economic nationalists who never really wanted to give up the deutsche mark are the core of the opposition to the common issue of eurozone bonds. The German position is to go back to the framework of principles for economic and monetary union and tighten the rules for spending and taxes, something that is good in the long run, but does not work in the short run with shrinking economies from austerity programs and nervous markets. The Merkel government's resolution of this crisis is to set new fiscal rules for the eurozone, and either move in the direction of letting the ECB play a larger role, or support such a move. What is not clear is whether the government will survive the next election taking on this leadership role in Europe, or a revolt in the Christian Democratic party....